What challenge(s) do our clients face?
HR occupies a unique and challenging space in an organization. It must support the business’s long-term goals whilst at the same time delivering short term results. It must adapt to support each business area in different ways and yet ensure consistency. It is crucial for developing the most precious asset a business has: its people.
With this weight on its shoulders, HR must be strong, organized and personable. But it must also continuously adapt to changing requirements, ranging from business models to technology, strategy and culture.
As a business evolves, so too must HR with numerous requirements:
- To be closer to the business and better speak “their language”
- To respect the individuality of employees
- To leverage internal professional capabilities rather than looking outside
- To bring a more human-centric rather than HR process-oriented approach
- To increase and automate services provided for internal clients
- To be a driving force when it comes to culture and how it connects to the company’s branding
- To understand the business and define a long-term vision alongside short-term priorities for its people
- To define an Employee Value Proposition (EVP) that is clearly communicated to internal clients and generates the desired external perceptions
- To operate as an area with the most efficient model possible
- To encourage professionals to evolve, respecting individual needs, team needs and the corporate culture
- To strengthen professionals’ knowledge and competencies, getting the most out of talent
- To create a consistent and feasible implementation plan when changes are needed, considering people, the use of technology and new processes, governance and organizational structure
So, when faced with so many challenges, how can HR be transformed to deliver what the organization needs?
How do we help?
A broad and inclusive approach connecting and balancing business needs with HR needs.
In HR Transformations, we review your model with a strategic focus. We recognize that this area must reflect your culture and strategy so that it can deliver your Employee Value Proposition and drive the employee engagement that the business needs.
We use a complete methodology which considers:
- An assessment of the HR area, including process and KPIs as well as the identification of improvement opportunities using our HR Index® – a proprietary tool illustrated below which we use to evaluate the HR area through 8 pillars
- The definition of the Employee Value Proposition which generates employer branding guidelines and make the corporate culture tangible for the market (recruitment).
- An Employee Journey Review that identifies process and the required re-designs
- The definition of the best operating model for the HR area and identification of the capabilities required for it to be realized
- The definition of a pragmatic implementation roadmap with critical actions prioritized and an agile governance defined, considering the need to evolve in technology, processes and people in both the short and long-term.
The HR Transformation methodology encompasses two other services offered by Integration; you can click here to explore our Employee Value Proposition and Employee Journey Review services in more detail.
What are the benefits?
- Stronger and more robust HR area with a strategic role to play
- Solid Employee Value Proposition aligned with company strategy and culture
- Increased organizational reputation, both internally and externally
- Boosted engagement of HR professionals with clarity on roles & responsibilities
- Boosted employee engagement with clarity on career paths and development plans
- Alignment of HR processes and structure with your business needs and future strategy
- Agreed clarity and prioritization for how to make the needed improvements and investments
- Optimized HR KPIs such as recruiting SLA, turnover reduction, retention and internal talent development
How does it work?
Employee engagement sits at the heart of the journey towards transforming the HR area.
As a strategy consultancy we understand complex businesses and how they work. In an HR Transformation project we use this to support the HR area in becoming more strategic and connected to business needs whilst also bringing other business areas closer to HR so that its value is perceived and acknowledged throughout the organization.
For an HR Transformation to be implemented successfully, we believe that:
- The solutions must be built together: If the business is not close and part of designing the change, it will not generate the impact and gain the priority required inside the organization.
- We bring a strong external perspective on HR: With the HR Index®, our own proprietary tool, we can provide a broad view of your needs which is boosted by comparing against benchmarks from reference companies. This allows your team to learn from best-in-class practices that can then be customized considering current needs. We also bring knowledge of HR technology and how this can support the business and employee development.
- The transformation must be customized to your reality: External knowledge and best in class process design will not be enough to overcome these challenges. The HR assessment encompasses an analysis of how the HR area is aligned to your needs in terms of culture and leadership and evaluates if it is a strategic area for both current and future needs. During this phase, we consider these and other elements that are relevant in the context of your reality, culture and employees and will adjust our approach and way of working for the rest of the project once our understanding of these is complete.
- We believe in legacy: To make the transformation possible, we will firstly define a project governance that guarantees proximity between HR and leadership, brings different perspectives to prioritization discussions and ensures that the transformation works throughout the organization and into the future. Making the transformation last is also supported by the effective revision of the HR organizational structure, roles and responsibilities. Finally, it is important to have proximity to other areas of the business throughout the project in order to guarantee buy-in across the organization.
In our methodology, we take 5 macro steps that can be adjusted according to the your needs:
We bring both mind and heart, connecting technical knowledge and in-depth analysis, with a commitment to creating tailored solutions that truly reflect our client’s pain points and needs.
Our strength lies in bringing original and perceptive insights – Integration teams don’t work sat in a room, looking at widely available industry reports, but out in the field, interviewing experts, talking to potential partners, and surveying real customers.
A market leader in the rental car industry was expanding internationally with consistent double-digit growth. Simultaneously, it had undergone a rapid transition with its leadership team, with 8 of the 10 board members being new entrants, including the HR director.
Upon entering the company, the HR director became aware of the highly operational nature of the HR area, with low employee satisfaction and a lack of credibility. They asked for Integration’s support in strengthening the area, its tools, systems and processes, by using innovation and new technologies.
As part of a wider HR transformation project, the review of the Employee Journey started with understanding and prioritizing what should be the focus – both in terms of the short-term initiatives to be redesigned and the long-term creation of a roadmap for the area. This step was taken not only with the HR area, but with the company’s Executive Board.
After this, we formalized the role of the area, defining a 3-year strategic plan and selecting 12 initiatives to be redesigned – from strategic processes like speed recruiting for sustaining growth to mandatory processes like payroll for ensuring credibility.
To execute the redesign, we used the HR Index® for the selected initiatives and involved more than 50 professionals of all areas and levels in workshops and interviews. We defined the best solutions for adjusting the employee journey, evaluating all touchpoints between the employee and the company and defining KPIs for each one. We mapped opportunities and strengthening actions and then prioritized these considering processes, technology and people.
- Creation of a strategic roadmap for the HR area, considering the 45 initiatives mapped, connected with the business strategy and with the area’s ambition for the next 3 years.
- Definition of 12 key initiatives, prioritized and redesigned together with internal clients
- Implementation of new systems and technologies to boost key processes, sustain growth and generate credibility
- Definition of one sponsor per initiative from each internal client area, guaranteeing a user perspective and the right prioritization
- Nomination in 2020 for the HR area and CEO for the most admired Brazilian of the year award by the “Grupo Gestão de RH” (“HR Management Group”).
TALK TO US
Leopoldo Mello is senior manager II at Integration's Finance & Management core and has been with the company since April 2022. Prior to Integration, Leopoldo worked as a senior manager at Whirlpool. His experience includes business turnaround projects, commercial finance, revenue management, sales planning (S&OP), operations, transformation and productivity projects and strategic planning in different [...]
Marcos Schmidt is a director at Integration’s Leadership & Organization Practice and has been with the company since July 2022. Prior to joining Integration, Marcos was a partner at Woke for four years and he had previously worked at Mercedes-Benz, Reckitt Benckiser, and Dow Chemical Company. His experience includes leadership development, corporate culture, talent management, [...]
Renata is the Managing Partner responsible for the Leadership & Organization practice established in 2016. Renata has over 20 years of professional experience, having worked in 5 different companies and segments. She began her career at AMBEV in the consumer segment, then participated in the privatization of the telecommunications sector at OI and the consolidation [...]